TYBMS
EXECUTIVE SUMMARY
Today, in every organisation personnel planning as an
activit y is necessary. It is an important part of an organisation.
Human Resource Planning is a vital ingredient for the success of
the organisation in the long run. There are certain ways that are to
be followed by every organisation, which ensures that it has right
number and kind of people, at the right place and right time, so that
organisation can achieve its planned objective.
The objectives of Human Resource Department are Huma n
Resource
Planning,
Recruitment
and
Selection,
Training
and
Development, Career planning, Transfer and Promotion, Risk
Management, Performance Appraisal and so on. Each objective
needs special attention and proper planning and implementation.
For every or ganisation it is important to have a right person
on a right job. Recruitment and Selection plays a vital role in this
situation. Shortage of skills and the use of new technology are
putting
considerable
pressure
on
how
employers
go
about
Recruiting and Se lecting staff. It is recommended to carry out a
strategic anal ysis of Recruitment and Selection procedure.
With reference to this context, this project is been prepared
to put a light on Recruitment and Selection process. This project
includes Meaning and Definition of Recruitment and Selection,
Need and Purpose of Recruitment, Evaluation of Recruitment
Process, Recruitment Tips. Sources of Recruitment through which
an Organisation gets suitable application. Scientific Recruitment
and Selection, which an O rganisation should follow for, right
manpower. Job Analysis, which gives an idea about the requirement
of the job. Next is Selection process, which includes steps of
Selection, Types of Test, Types of Interview, Common Interview
RECRUITMENT AND SELECTION
1
TYBMS
Problems and their Solution s. Approaches to Selection, Scientific
Selection Policy, Selection in India and problems.
Recruitment and Selection are simultaneous process and are
incomplete without each other. They are important components of
the organisation and are different from ea ch other. Since all the
aspect needs practical example and explanation this project includes
Recruitment and selection Process of Infosys. And a practical case
study. It also contains addresses of various and top placement
consultants and the pricelist of advertisements in the magazine.
RECRUITMENT AND SELECTION
2
TYBMS
1
INTRODUCTION
Recruitment and Selection
Recruitment and selection are two of the most important
functions of personnel management. Recruitment precedes selection
and helps in selecting a right candidate.
Recruitment is a process to discover the sources of manpower
to meet the requirement of the staffing schedule and to employ
effective measures
for
attracting that
manpower in adequate
numbers to facilitate effective selection of efficient personnel.
Staffing is one basic function of management. All managers
have responsibilit y of staffing function by selecting the chief
executive and even the foremen and supervisors have a staffing
responsibilit y when they select the rank and file workers. However,
the personnel manager an d his personnel department is mainl y
concerned with the staffing function.
Every organisation needs to look after recruitment and
selection in the initial period and thereafter as and when additional
manpower is required due to expansion and development o f business
activities.
‘Right person for the right job’ is the basic principle in recruitment and
selection. Ever organisation should give attention to the selection of its
manpower, especially its managers. The operative manpower is equally important
and essential for the orderly working of an enterprise. Every business
organisation/unit needs manpower for carrying different business activities
smoothly and efficiently and for this recruitment and selection of suitable
candidates are essential. Human resource management in an organisation will not
be possible if unsuitable persons are selected and employment in a business unit.
RECRUITMENT AND SELECTION
3
TYBMS
1.1 MEANING:
RECRUITMENT
Recruitment means to estimate the available vacancies and to
make suitable arrangements for their sele ction and appointment.
Recruitment is understood as the process of searching for and
obtaining applicants for the jobs, from among whom the right
people can be selected.
A formal definition states, “It is the process of finding and
attracting capable app licants for the employment. The process
begins when new recruits are sought and ends when their applicants
are submitted. The result is a pool of applicants from which new
employees are selected”. In this, the available vacancies are given
wide publicit y a nd suitable candidates are encouraged to submit
applications so as to have a pool of eligible candidates for scientific
selection.
In recruitment, information is collected from interested
candidates.
For
this
different
source
such
as
newspaper
advertisement, employment exchanges, internal promotion, etc.are
used.
In
the
recruitment,
a
pool
of
eligible
and
interested
candidates is created for selection of most suitable candidates.
Recruitment represents the first contact that a company makes with
potential employees
RECRUITMENT AND SELECTION
4
TYBMS
Definition:
According to EDWIN FLIPPO,”Recruitment is the process of
searching for prospective employees and stimulating them to apply
for jobs in the organization.”
1.2 Need for recruitment :
The need for recruitment may be due to the follo wing reasons /
situation:
a) Vacancies due to promotions, transfer, retirement, termination,
permanent disabilit y, death and labour turnover.
b) Creation of new vacancies due to the growth, expansion and
diversification
of
business
activities
of
an
enterprise.
In
addition, new vacancies are possible due to job specification.
Purpose and importance of Recruitment :
1. Determine
the
present
and
future
requirements
of
the
organization on conjunction with its personnel -planning and
job anal ysis activities.
2. Increase the pool of job candidates at minimum cost.
3. Help increase the success rate of the selection process by
reducing
the
number
of
visibl y
under
qualified
or
overqualified job applicants.
4. Help reduce the probabilit y that job applicants, once recruited
and selected, will leave the organization onl y after a short
period of time.
5. Meet the organization’s legal and social obligations regarding
the composition of its work force.
RECRUITMENT AND SELECTION
5
TYBMS
6. Begin identifying and preparing potential job applicants who
will be appropriate candidat es.
7. Increase organizational and individual effectiveness in the
short term and long term.
8. Evaluate the effectiveness of various recruiting techniques
and sources for all t ypes of job applicants.
Recruitment is a positive function in which publicit y is given
to the jobs available in the organization and interested candidates
are encouraged to submit applications for the purpose of selection.
Recruitment represents the first contact that a company makes
with potential employees. It is through recruitme nt that many
individuals will come to know a company, and eventuall y decided
whether they wish to work for it. A well -planned and well -managed
recruiting effort will result in high qualit y applicants, whereas, a
haphazard and piecemeal efforts will result in mediocre ones.
Unscientific Recruitment and Selection :
Previousl y, the selection of candidates was influenced by
superstitions, beliefs, personal prejudices of managers looking after
the recruitment and selection of the staff.
The net result of such uns cientific recruitment and selection are:
(a) Low productivit y of labour
(b) High turnover
(c) Excessive wastage of raw materials
(d) More accidents and corresponding loss to the organization
(e) Inefficient working of the whole organization and finall y
RECRUITMENT AND SELECTION
6
TYBMS
(f) Ineffective executive of training and management development
programs
Scientific recruitment and selection
The importance of selection recruitment and selection of staff
is now accepted in the business world. Selection is important as it
has its impact on work performance and employee cost. As result
scientific methods of recruitment and selection are extensively for
the selection of managers and the supervisory staff. The assistance
of
experts
such
as
industrial
psychologist
and
management
consultants are also taken for the p urpose of scientific selection. As
a result, the objective of “right man for the right job” is achieved in
many organizations. Moreover, “right job” is the basic principle in
manpower procurement.
1.3 RECRUITMENT PROCESS
Recruitment refers to the proces s of identifying and attracting
job seekers so as to build a pool of qualified job applicants. The
process comprises five interrelated stages, viz,
1. Planning.
2. Strategy development.
3. Searching.
4. Screening.
5. Evaluation and control.
The ideal recruitment programm e is the one that attracts a
relativel y larger number of qualified applicants who will survive
the screening process and accept positions with the organisation,
when offered. Recruitment programmes can miss the ideal in many
ways i.e. by failing to attract an adequate applicant pool, by
RECRUITMENT AND SELECTION
7
TYBMS
under/over selling the organisation or by inadequate screening
applicants before they enter the selection process. Thus, to
approach the ideal, individuals responsible for the recruitment
process must know how many and what t ypes of employees are
needed, where and how to look for the individuals with the
appropriate qualifications and interests, what inducement to use for
various t ypes of applicants groups, how to distinguish applicants
who are qualified from those who have a reasonable chance of
success and how to evaluate their work.
STAGE 1:
RECRUITMENT PLANNING:
The first stage in the recruitment process is planning.
Planning involves the translation of likel y job vacancies and
information about the nature of these job s into set of objectives or
targets that specify the (1) Numbers and (2) Types of applicants to
be contacted.
Numbers of contact :
Organization, nearl y always , plan to attract more applicants than
they will hire. Some of those contacted will be unintereste d,
unqualified or both. Each time
a recruitment
Programme
is
contemplated, one task is to estimate the number of applicants
necessary to fill all vacancies with the qualified people.
Types of contacts:
It is basicall y concerned with the t ypes of people to be informed
about job openings. The t ype of people depends on the tasks and
responsibilities involved and the qualifications and experience
expected. These details are available through job description and
job specification.
RECRUITMENT AND SELECTION
8
TYBMS
STAGE 2:
STRATEGY DEVELOPMENT :
When it is estimated that what t ypes of recruitment and how
many are required then one has concentrate in (1). Make or Buy
employees. (2). Technological sophistication of recruitment and
selection devices. (3). Geographical distribution of labour markets
comprising job seekers. (4). Sources of recruitment. (5). Sequencing
the activities in the recruitment process.
‘Make’ or ‘Buy’:
Organisation
must
decide
whether
to
hire
le
skilled
employees and invest on training and education programmes, or
they can hi re skilled labour and professional. Essentiall y, this is the
‘make’ or ‘buy’ decision. Organizations, which hire skilled and
professionals shall have to pay more for these employees.
Technological Sophistication:
The second decision in strategy development relates to the
methods used in recruitment and selection. This decision is mainl y
influenced by the available technology. The advent of computers
has
made
it
international
possible
applicant
for
employers
qualification.
to
scan
Although
national
and
imper sonal,
computers have given employers and ob seekers a wider scope of
options in the initial screening stage.
Where to look:
In order to reduce the costs, organisations look in to labour
markets most likel y to offer the required job seekers. Generall y,
companies look in to the national market for managerial and
professional employees, regional or local markets for technical
employees and local markets for the clerical and blue -collar
employees.
RECRUITMENT AND SELECTION
9
TYBMS
When to look:
An effective recruiting strategy must determine when to look decide on the timings of events besides knowing where and how to
look for job applicants .
STAGE 3:
SEARCHNG:
Once a recruitment plan and strategy are worked out, the
search process can begin. Search involves two steps
A). Source activation a nd
B). Selling.
A). SOURCE ACTIVATION:
Typicall y, sources and search methods are activated by the
issuance of an employee requisition. This means that no actual
recruiting takes place until lone managers have verified that
vacancy does exist or will e xist.
If the organisation has planned well and done a good job of
developing its sources and search methods, activation soon results
in a flood of applications and/or resumes.
The application received must be screened. Those who pass
have to be contacted and invited for interview. Unsuccessful
applicants must be sent letter of regret.
B). SELLING:
A second issue to be addressed in the searching process
concerns communications. Here, organisation walks tightrope. On
one hand, they want to do wha tever they can to attract desirable
applicants. On the other hand, they must resist the temptation of
overselling their virtues.
RECRUITMENT AND SELECTION
10
TYBMS
In selling the organisation, both the message and the media
deserve attention. Message refers to the employment advertisemen t.
With regards to media, it may be stated that effectiveness of an y
recruiting message depends on the media. Media are several -some
have low credibilit y, while others enjoy high credibilit y. Selection
of medium or media needs to be done with a lot of care .
STEP 4:
SCREENING:
Screening of applicants can be regarded as an integral part of
the recruiting process, though many view it as the first step in the
selection process. Even the definition on recruitment, we quoted in
the beginning of this chapter, e xcludes screening from its scope.
However, we have included screening in recruitment for valid
reasons. The selection process will begin after the applications have
been
scrutinized
and
short -listed.
Hiring
of
professors
in
a
universit y is a t ypical situat ion. Application received in response to
advertisements is screened and onl y eligible applicants are called
for an interview. A selection committee comprising the Vice chancellor, Registrar and subject experts conducts interview. Here,
the recruitment proc ess extends up to screening the applications.
The selection process commences onl y later.
Purpose of screening
The purpose of screening is to remove from the recruitment
process, at an early stage, those applicants who are visibl y
unqualified for the job . Effective screening can save a great deal of
time and money. Care must be exercised, however, to assure that
potentiall y good employees are not rejected without justification.
RECRUITMENT AND SELECTION
11
TYBMS
In screening, clear job specifications are invaluable. It is both
good practice and a legal necessit y that applicant’s qualification is
judged on the basis of their knowledge, skills, abilities and interest
required to do the job.
The techniques used to screen applicants vary depending on
the candidate sources and recruiting methods used. Interview and
application blanks may be used to screen walk -ins. Campus
recruiters and agency representatives use interviews and resumes.
Reference checks are also useful in screening.
STAGE 5:
EVALUATION AND CONTROL:
Evaluation and control is nec essary as considerable costs are
incurred in the recruitment process. The costs generall y incurred
are: 1. Salaries for recruiters.
2. Management and professional time spent on preparing job
description, job specifications, advertisements, agency liaison
and so forth.
3. The cost of advertisements or other recruitment methods, that is,
agency fees.
4. Recruitment overheads and administrative expenses.
5. Costs of overtime and outsourcing while the vacancies remain
unfilled.
6. Cost
of
recruiting unsuitable
candidates for t he selection
process.
RECRUITMENT AND SELECTION
12
TYBMS
1.4 EVALUATION OF RECRUITMENT PROCESS
The recruitment has the objective of searching for and obtaining
applications for job seekers in sufficient number and qualit y.
Keeping this objective in the mind, the evaluation might include :
1. Return rate of application sent out.
2. Number of suitable candidates for selection.
3. Retention and performance of the candidates selected.
4. Cost of the recruitment process
5. Time lapsed data
6. Comments on image projected.
RECRUITMENT AND SELECTION
13
TYBMS
1.5
Sources of Recruitment
SOURCES OF MANAGERIAL RECRUITMENT
INTERNAL SOURCES
EXTERNAL
SOURCES
1) Promotion
1) Campus recruitment
2) Transfers
2) Press advertisement
3) Internal notification
3) Management consultancy service
(Advertisement)
& private employment exchanges
4) Retirement
4) Deputation of personnel or transfer
from
one
enterprise
to
another
5) Recall
5) Management training schemes
6) Former employees
6) Walk-ins, write-ins, talk-ins
7) Miscellaneous external sources
RECRUITMENT AND SELECTION
14
TYBMS
The sources of recruitment can be broadly categorized into internal
and external sources (I) Internal Recruitment – Internal recruitment seeks applicants
for positions from within the company. The various internal
sources include
 Promotions and Transfers –
Promotion is an effective means using job posting and
personnel
records.
positions
by
Job
posting
posting
notices,
requires
circulating
notifying
vacant
publications
or
announcing at staff meetings and inviting employees to apply.
Personnel records help discover employees who are doing jobs
below their educa tional qualifications or skill levels. Promotions
has many advantages like it is good public relations, builds
morale, encourages competent individuals who are ambitious,
improves the probabilit y of good selection since information on
the individual’s perf ormance is readil y available, is cheaper than
going outside to recruit, those chosen internall y are familiar
with the organization thus reducing the orientation time and
energy and also acts as a training device for developing middle level and top -level managers. However, promotions restrict the
field of selection preventing fresh blood & ideas from entering
the organization. It also leads to inbreeding in the organization.
Transfers are also important in providing employees with a
broad-based view of the o rganization, necessary for future
promotions.
RECRUITMENT AND SELECTION
15
TYBMS
 Employee referrals Employees can develop good prospects for their families
and friends by acquainting them with the advantages of a job
with the company, furnishing them
with introduction and
encouraging them to appl y. This is a very effective means as
many qualified people can be reached at a very low cost to the
company.
The other advantages are that the employees would
bring onl y those referrals that they feel would be able to fit in
the
organization
based
on
their
own
experience.
The
organization can be assured of the reliabilit y and the character
of the referrals. In this way, the organization can also fulfill
social obligations and create goodwill.
 Former Employees These includ e retired employees who are willing to work
on a part -time basis, individuals who left work and are willing to
come back for higher compensations. Even retrenched employees
are taken up once again. The advantage here is that the people
are already known to the organization and there is no need to
find out their past performance and character. Also, there is no
need of an orientation programme for them, since they are
familiar with the organization.
 Dependents of deceased employees Usuall y, ban ks follow this policy. If an employee dies,
his / her spouse or son or daughter is recruited in their place.
This is usuall y an effective way to fulfill social obligation and
create goodwill.
RECRUITMENT AND SELECTION
16
TYBMS
 Recalls: When management faces a problem, which can be solve d onl y by
a manager who has proceeded on long leave, it may de decided
to recall that persons after the problem is solved, his leave may
be extended.
 Retirements: At times, management may not find suitable candidates in place
of the one who had retired , after meritorious service. Under the
circumstances, management may decide to call retired managers
with new extension.
 Internal notification (advertisement) : Sometimes, management issues an internal notification for the
benefit of existing employees. Most employees know from their
own experience about the requirement of the job and what sort of
person the company is looking for. Often employees have friends
or acquaintances who meet these requirements. Suitable persons
are appointed at the vacant posts .
(II) External Recruitment – External recruitment seeks applicants
for positions from sources outside the company. They have
outnumbered the internal methods. The various external sources
include
 Professional or Trade Associations : Many associations provide placement service to its
members.
It
consists of compiling job seeker’s lists and
providing
access
to
members
during
regional
or
national
conventions. Also, the publications of these associations carry
RECRUITMENT AND SELECTION
17
TYBMS
classified advertisem ents from employers interested in recruiting
their members. These are particularl y useful for attracting highl y
educated, experienced or skilled personnel. Also, the recruiters
can zero on in specific job seekers, especiall y for hard -to-fill
technical post s.
 Advertisements :It is a popular method of seeking recruits, as many
recruiters prefer advertisements because of their wide reach.
Want ads describe the job benefits, identify the employer and
tell those interested how to appl y. Newspaper i s the most
common
medium
but
for
highl y
specialized
recruits,
advertisements may be placed in professional or business
journals.
Advertisements must contain proper information like
the
job
content,
compensation
working
including
conditions,
fringe
benefits,
location
job
of
jo b,
specifications,
growth aspects, etc. The advertisement has to sell the idea that
the company and job are perfect for the candidate. Recruitment
advertisements can also serve as corporate advertisements to
build company’ image. It also cost effective.
 Employment Exchanges :Employment Exchanges have been set up all over the
country in deference to the provision of the Employm ent
Exchanges (Compulsory Notification of Vacancies) Act, 1959.
The Act applies to all industrial establishments having 25
workers or more each. The Act requires all the industrial
establishments to notify the vacancies before they are filled. The
major functions of the exchanges are to increase the pool of
possible applicants and to do the preliminary screening. Thus,
employment exchanges act as a link between the employers and
RECRUITMENT AND SELECTION
18
TYBMS
the prospective employees. These offices are particularl y useful
to in recruiting blue-collar, white collar and technical workers.
 Campus Recruitments: Colleges, universities, research laboratories, sports
fields and institutes are fertile ground for recruiters, particularl y
the
institutes.
Campus
Recruitment
is
going
global
with
companies like HLL, Citibank, HCL -HP, ANZ Grindlays, L&T,
Motorola
and
Reliance
looking
for
global
markets.
Some
companies recruit a given number of candidates from these
institutes every year. Campus recruitment is so much sought
after that each college; universit y department or institute will
have a placem ent officer to handle recruitment functions.
However, it is often an expensive process, even if recruiting
process produces job offers and acceptances eventuall y. A
majorit y leave the organization within the first five years of
their employment. Yet, it is a major source of recruitment for
prestigious companies.
 Walk-ins, Write-ins and Talk -insThe most common and least expensive approach for
candidates is direct applications, in which job seekers submit
unsolicited application lett ers or resumes. Direct applications
can also provide a pool of potential employees to meet future
needs. From employees’ viewpoint, walk -ins are preferable as
they are free from the hassles associated with other methods of
recruitment. While direct applica tions are particularl y effective
in
filling
entry-level
and
unskilled
vacancies,
some
organizations compile pools of potential employees from direct
applications for skilled positions. Write-ins are those who send
written enquiries. These jobseekers are as ked to complete
application forms for further processing. Talk-ins involves the
job aspirants meeting the recruiter (on an appropriated date) for
RECRUITMENT AND SELECTION
19
TYBMS
detailed talks. No application is required to be submitted to the
recruiter.
 Contractors :They are used to recruit casual workers. The names of
the workers are not entered in the company records and, to this
extent;
difficulties
experienced
in
maintaining
permanent
workers are avoided.
 Consultants :They are in the profession for recruiting and selecting
managerial and executive personnel. They are useful as they
have nationwide contacts and lend professionalism to the hiring
process. They also keep prospective employer and employee
anonymous. However, the cost can be a deterrent factor.
 Head Hunters: They are useful in specialized and skilled candidate
working in a particular company. An agent is sent to represent
the recruiting company and offer is made to the candidate. This
is a useful source when both the companies involved are in the
same field, and the employee is reluctant to take the offer since
he fears, that his company is testing his loyalt y.
 Radio, Television and Internet :Radio and television are used to reach certain t ypes
of job applicants such as skilled workers. Radio and television
are used but sparingly, and that too, by government departments
onl y. Companies in the private sector are hesitant to use the
media because of high costs and also because they fear that such
advertising will make the companies look desperate and damage
their conservative image. However, there is nothing inherentl y
desperate about using radio and television. It depends upon what
is said and how it is delivered. Internet is becoming a popul ar
RECRUITMENT AND SELECTION
20
TYBMS
option for recruitment today. There are specialized sites like
naukri.com. Also, websites of companies have a separate section
wherein; aspirants can submit their resumes and applications.
This provides a wider reach.
 Competitors:This method is popularly known as “poaching” or
“raiding” which involves identifying the right people in rival
companies, offering them better terms and luring them away. For
instance, several executives of HMT left to join Titan Watch
Company. There are le gal and ethical issues involved in raiding
rival firms for potential candidates. From the legal point of
view, an employee is expected to join a new organization onl y
after obtaining a ‘no objection certificate’ from his/ her present
employer. Violating th is requirement shall bind the employee to
pay a few months’ salary to his/ her present employer as a
punishment. However, there are many ethical issues attached to
it.
 Mergers and Acquisitions: When organizations combine, they have a pool of
employees, out of whom some may not be necessary any longer.
As a result, the new organization has, in effect, a pool of
qualified job applicants. As a result, new jobs may be created.
Both new and old jobs may be readil y staffed by drawing the
best-qualified applicants from this employee pool. This method
facilitates the immediate implementation of an organization’s
strategic plan. It enables an organization to pursue a business
plan, However, the need to displace employees and to integrate a
large number of them rather quickl y into a new organization
means that the personnel -planning and selection process becomes
critical more than ever.
RECRUITMENT AND SELECTION
21
TYBMS
Evaluation of External Recruitment :
External sources of recruitment have both merits and demerits.
The merits a re The organization will have the benefit of new skills, new
talents and new experiences, if people are hired from
external sources.
 The
management
will
be
able
to
fulfill
reservation
requirements in favour of the disadvantaged sections of
the societ y.
 Scope for resentment, heartburn and jealousy can be
avoided by recruiting from outside.
The demerits are  Better motivation and increased morale associated with
promoting own employees re lost to the organization.
 External recruitment is costl y.
 If recruitm ent and selection processes are not properl y
carried out, chances of right candidates being rejected and
wrong applicants being selected occur.
 High training time is associated with external recruitment.
98% of organizational success depends upon effi cient
employee selection
RECRUITMENT AND SELECTION
22
TYBMS
1.6 60-Second Guide to Hiring the Right People
0:60 Define the Duties :
To find promising employees, you must first determine what you
want them to do. Carefull y consider all direct and associated
responsibilities and incorporat e them into a written job description.
Be careful with general titles such as t ypist or sales clerk, as they
have different meanings to different people.
0:49 …and What it Takes to do Them :
Fulfilling these responsibilities will require some level of skil l and
experience, even if it is an entry-level position. Be reasonable about
your expectations. Setting the bar too high may limit your available
talent pool; setting it too low risks a flood of applications from
those unqualified for the job.
0:37 Make i t Worth their While :
Likewise, you don’t want to be overl y generous or restrictive about
compensation. State and local chambers of commerce, employment
bureaus and professional associations can help you determine
appropriate
wages
and
benefits.
Scanning
de scriptions
of
comparable jobs in the classified ads and other employment
publications will also provide clues about prevailing wage rates.
RECRUITMENT AND SELECTION
23
TYBMS
0:38 Spread the Word :
How you advertise your job opening depends on who you want to
attract. Some positions are as easy to promote as posting a “help
wanted” sign in your store window or placing an ad in your local
newspaper. For jobs requiring more specialized skills, consider
targeted channels such as trade magazines, on -line job banks and
employment agencies (tho ugh these may require a fee). And don’t
overlook sources such as friends, neighbors, suppliers customers
and present employees.
0:25 Talk it Over:
Because you have clearl y defined the role and requirements, you
should have little difficult y identifying c andidates for interviews.
Make sure you schedule them when you have ample time to review
the resume, prepare your questions and give the candidate your
undivided attention. After the interview, jot down any impressions
or key points while they’re still fre sh in your mind. This will be a
valuable reference when it’s time to make a decision.
0:12 Follow -up on Interviews :
You want to believe your candidates are being honest, but never
assume. Contact references to make sure you’re getting the facts or
to clear up any uncertainties. Professional background checks are a
wise investment for highl y sensitive positions, or those that involve
handling substantial amounts of money and valuables.
RECRUITMENT AND SELECTION
24
TYBMS
0:03 You’ve Found Them; Now Keep Them :
Now that you’ve hired ideal em ployees, make sure they stay with
you
by
providing
training
and
professional
development
opportunities. The small business experts at SCORE can help you
craft human resource policies and incentive plans that will ensure
your company remains the small busin ess employer of choice.
RECRUITMENT AND SELECTION
25
TYBMS
2
SELECTION
Selection is defined as the process of differentiating between
applicants in order to identify (and hire) those with a greater
likelihood of success in a job.
Selection is basically pic king an applicant from (a pool of
applicants) who has the appropriate qualification and competency
to do the job.
The difference between recruitment and selection:
Recruitment is identifying n encouraging prospective employees to
apply for a job.
And
Selection is selecting the right candidate from the pool of
applicants.
RECRUITMENT AND SELECTION
26
TYBMS
2.1 SELECTION PROCESS
Selection is along process, commencing from the preliminary
interview of the applicants and ending with the contract of
employment.
The following chart gives an idea about selection process: -
External Environment
Internal Environment
Preliminary Interview
Rejected Application
Selection Tests
Employment Interview
Reference and Background
Analysis
Selection Decision
Physical Examination
Job Offer
Employment Contract
Evaluation
RECRUITMENT AND SELECTION
27
TYBMS
Environment factor affecting selection : Selection is influenced by several factors. More prominent among
them are suppl y and demand of specific skills in the labour market ,
unemployment
rate,
labour -
market
conditions,
legal
and
political
considerations, company’s image, company’s policy, human resources
planning and cost of hiring. The last three constitute the internal
environment and the remaining form the external envir onment of selection
process.
STEP 1: PRELIMINARY INTERVIEW
The applicants received from job seekers would be subject to
scrutiny so as to eliminate unqualified applicants. This is usuall y
followed by a preliminary interview the purpose of which is more or less
the same as scrutiny of application, that is, eliminate of unqualified
applicants. Scrutiny enables the HR specialists to eliminate unqualified
jobseekers based on the information supplied in their application forms.
Preliminary interview, on the other hand, helps reject misfits for reason,
which did not appear in the application forms. Besides, preliminary
interview, often called ‘courtesy interview’, is a good public relation
exercise.
STEP 2: SELECTION TEST:
Job seekers who pass the scre ening and the preliminary interview are
called for tests. Different t ypes of tests may be administered, depending
on the job and the company. Generall y, tests are used to determine the
applicant’s abilit y, aptitude and personality.
RECRUITMENT AND SELECTION
28
TYBMS
The following are the type of tests taken:
1). Ability tests : Assist in determining how well an individual can perform tasks
related to the job. An excellent illustration of this is the t yping tests
given to a prospective employer for secretarial job. Also called as
‘ACHEIVEMENT
accomplished.
TESTS ’.
When
It
applicant
is
concerned
claims
to
with
know
what
one
something,
has
an
achievement test is taken to measure how well they know it. Trade
tests are the most common t ype of achievement test given. Questions
have been prepared and tested for such trades as asbestos worker,
punch-press operators, electricians and machinists. There are, of
course, many unstandardised achievement tests given in industries,
such as t yping or dictation tests for an applicant for a stenograp hic
position.
2). Aptitude test: Aptitude tests measure whether an individuals has the capacit y or
latent abilit y to learn a given job if given adequate training. The use of
aptitude test is advisable when an applicant has had little or no
experience along the line of the job opening. Aptitudes tests help
determine a person’s potential to learn in a given area. An example of
such test is the general management aptitude tests (GMAT), which man y
business students take prior to gaining admission to a graduate business
school programme.
Aptitude test indicates the abilit y or fitness of an individual to engage
successfull y in any number of specialized activities. They cover such
areas clerical aptitude, numerical aptitude, mechanical aptitude, motor coordination, finger dexterit y and manual dexterit y. These tests help to
detect positive negative points in a person’s sensory or intellectual
RECRUITMENT AND SELECTION
29
TYBMS
abilit y. They focus attention on a particular t ype of talent such as learning
or reasoning in respect of a parti cular field of work.
Forms of aptitude test :
1. Mental or intelligence tests :
They measure the overall intellectual abilit y of a
person and enable to know whether the person has the mental
abilit y to deal with certain problems.
2. Mechanical aptitude tests:
They measure the abilit y of a person to learn a
particular t ype of mechanical work. These tests helps to
measure specialized technical knowledge and problem solving
abilities if the candidate. They are useful in selection of
mechanics, maintenance workers, etc.
3. Psychomotor or skills tests :
They are those, which measure a person’s abilit y to do
a specific job. Such tests are conducted in respect of semi skilled and repetitive jobs such as packing, testing and
inspection, etc.
3). Intelligence test:
This test helps to evaluate traits of intelligence. Mental ability, presence
of mind (alertness), numerical abilit y, memory and such other aspects can
be measured.
The intelligence is probabl y the most widel y administered standardiz ed
test in industry. It is taken to judge numerical, skills, reasoning, memory
and such other abilities.
RECRUITMENT AND SELECTION
30
TYBMS
4). Interest Test:
This is conducted to find out likes and dislikes of candidates towards
occupations, hobbies, etc. such tests indicate which occupat ions are more
in line with a person’s interest. Such tests also enable the company to
provide vocational guidance to the selected candidates and even to the
existing employees.
These tests are used to measure an individual’s activit y preferences.
These tests are particularl y useful for students considering many careers
or employees deciding upon career changes.
5). Personality Test :
The importance of personalit y to job success is undeniable. Often an
individual who possesses the intelligence, aptitude and experience for
certain has failed because of inabilit y to get along with and motivate other
people.
It is conducted to judge maturit y, social or interpersonal skills, behavior
under stress and strain, etc. this test is very much essential on case of
selection of sales force, public relation staff, etc. where personalit y plays
an important role.
Personalit y tests are similar to interest tests in that they, also, involve a
serious problem of obtaining an honest answer.
6). Projective Test :
This test requires interpretation of problems or situations. For example, a
photograph or a picture can be shown to the candidates and they are asked
to give their views, and opinions about the picture.
RECRUITMENT AND SELECTION
31
TYBMS
7). General knowledge Test :
Now days G.K. Tests are very common to find general awareness of the
candidates in the field of sports, politics, world affairs, current affairs.
8). Perception Test :
At times perception tests can be conducted to find out beliefs, attitudes,
and mental sharpness.etc.
9). Graphology Test :
It is designed to anal yze the handwriting of individual. It has been said
that an individual’s handwriting can suggest the degree of energy,
inhibition and spontaneit y, as well as disclose the idiosyncrasies and
elements of balance and control. For exampl e, big letters and emphasis on
capital
letters
indicate
a
tendency
towards
domination
and
competitiveness. A slant to the right, moderate pressure and good
legibilit y show leadership potential.
10). Polygraph Test :
Pol ygraph is a lie detector, which is d esigned to ensure accuracy of the
information given in the applications. Department store, banks, treasur y
offices and jewellery shops, that is, those highl y vulnerable to theft or
swindling may find pol ygraph tests useful.
11). Medical Test:
It reveals physical fitness of a candidate. With the development of
technology, medical tests have become diversified. Medical servicing
helps measure and monitor a candidate’s physical resilience upon
exposure to hazardous chemicals.
RECRUITMENT AND SELECTION
32
TYBMS
CHOOSING TESTS :
The test must be chosen in the criteria of reliabilit y, validity, objectivit y
and standardization. They are: -
1. RELIABILITY : It refers to standardization of the procedure of administering and
scoring the test results. A person who takes tests one day and makes a
certain score should be able to take the same test the next day or the next
week and make more or less the same score. An individual’s intelligence,
for example, is generall y a stable characteristic. So if we administer an
intelligence test, a person who scores 110 in March would score close to
110 if tested in July. Tests, which produce wide variations in results,
serve little purpose in selection.
2. VALIDITY: It is a test, which helps predict whether a person will be successful
in a given job. A test that has been validated can be helpful in
differentiating between prospective employees who will be able to
perform the job well and those who will not. Naturall y, no test will be
100% accurate in predicting job success. A validated te st increases
possibilit y of success.
RECRUITMENT AND SELECTION
33
TYBMS
There are three ways of validating a test. They are as follows: -
1). Concurrent Validity : - this involves determining the factors that are
characteristics of successful employees and then using these factors as
the yardsticks.
2). Predictive Validity : - it involves using a selection test during the
selection process and then identifying the successful candidates. The
characteristics of both successful and less successful candidates are then
identified.
3). Synthetic Validity : - it involves taking parts of several similar jobs
rather than one complete job to validate the selection test.
3. OBJECTIVITY: When two or more people can interpret the result of the same test and
derive the same conclusion(s), the te st is said to be objective. Otherwise,
the test evaluators’ subjective opinions may render the test useless.
4. STANDARDRIZATION: A test that is standardized is administered under standard condition
to a large group of person who are representativ es of the individuals for
whom it is intended. The purpose of standardization is to obtain norms or
standard, so that a specific test score can be meaningful when compared
to other score in the group.
RECRUITMENT AND SELECTION
34
TYBMS
STEP 3: INTERVIEW:
The next step in the se lection process is an interview. Interview is
formal, in-depth conversation conducted to evaluate the applicant’s
acceptabilit y. It is considered to be excellent selection device. It is face to-face exchange of view, ideas and opinion between the candidate s and
interviewers. Basicall y, interview is nothing but an oral examination of
candidates. Interview can be adapted to unskilled, skilled, managerial and
profession employees.
Objectives of interview : Interview has at least three objectives and the y are a follows: 1) Helps obtain additional information from the applicants
2) Facilitates giving general information to the applicants such as
company policies, job, products manufactured and the like
3) Helps build the company’s image among the applicants.
Types of interview: Interviews can be of different t ypes. There interviews employed by the
companies.
Following are the various t ypes of interview: -
1) Informal Interview :
An informal interview is an oral interview and may take place
anywhere. The employee or the manager or the personnel manager may
ask a few almost inconsequential questions like name, place of birth,
names of relatives etc. either in their respective offices or anywhere
outside the plant of company. It id not planned and nobody pre pares for
it. This is used widel y when the labour market is tight and when you
need workers badl y.
RECRUITMENT AND SELECTION
35
TYBMS
2) Formal Interview :
Formal interviews may be held in the employment office by he
employment office in a more formal atmosphere, with the help of well
structured questions, the time and place of the interview will be
stipulated by the employment office.
3) Non-directive Interview :
Non-directive interview or unstructured interview is designed to let the
interviewee speak his mind freel y. The interviewer has no formal or
directive questions, but his all attention is to the candidate. He
encourages the candidate to talk by a little prodding whenever he is
silent e.g. “Mr. Ray, please tell us about yourself after your graduated
from high school”.
The idea is o give the candidate complete freedom to “sell” himself,
without the encumbrances of the interviewer’s question. But the
interviewer must be of higher caliber and must guide and relate the
information given by the applicant to the objective of the interview.
4) Depth Interview :
It is designed to intensel y examine the candidate’s background and
thinking and to go into considerable detail on particular subjects of an
important nature and of special interest to the candidates. For example,
if the candidate says that he is interested in tennis, a series of questions
may be asked to test the depth of understanding and interest of the
candidate. These probing questions must be asked with tact and through
exhaustive anal ysis; it is possible to get a good picture of t he candidate.
5) Stress Interview :
It is designed to test the candidate and his conduct and behavior by
him under conditions of stress and strain. The interviewer may start
with “Mr. Joseph, we do not think your qualifications and experience
RECRUITMENT AND SELECTION
36
TYBMS
are adequate for this position,’ and watch the reaction of the candidates.
A good candidates will not yield, on the contrary he may substantiate
why he is qualified to handle the job.
This t ype of interview is borrowed from the Military organisation and
this is very u seful to test behaviour of individuals when they are faced
with disagreeable and trying situations.
6) Group Interview :
It is designed to save busy executive’s time and to see how the
candidates may be brought together in the employment office and
they may be interviewed.
7) Panel Interview :
A panel or interviewing board or selection committee may interview
the candidate, usually in the case of supervisory and managerial
positions. This t ype of interview pools the collective judgment and
wisdom of the panel i n the assessment of the candidate and also in
questioning the faculties of the candidate.
RECRUITMENT AND SELECTION
37
TYBMS
8) Sequential Interview :
The sequential interview takes the one -to-one a step further and
involves a series of interview, usuall y utilizing t he strength and
knowledgebase of each interviewer, so that each interviewer can ask
questions in relation to his or her subject area of each candidate, as
the candidate moves from room to room.
9) Structures Interview :
In a structured interview, the intervi ewer uses preset standardized
questions, which are put to all the interviewees. This interview is
also called as ‘Guided’ or ‘Patterned’ interview. It is useful for valid
results, especiall y when dealing with the large number of applicants.
10) Unstructured Interview:
It is also known as ‘Unpatterned’ interview, the interview is largel y
unplanned and the interviewee does most of the talking. Unguided
interview is advantageous in as much as it leads to a friendl y
conversation between the interviewer and th e interviewee and in the
process, the later reveals more of his or her desire and problems. But
the Unpatterned interview lacks uniformity and worse, this approach
may overlook key areas of the applicant’s skills or background. It is
useful when the interv iewer tries to probe personal details of the
candidate it anal yse why they are not right for the job.
11) Mixed Interview:
In practice, the interviewer while interviewing the job seekers uses a
blend of structured and structured and unstructured question s. This
approach is called the Mixed Interview. The structured questions
provide a base of interview more conventional and permit greater
insights into the unique differences between applicants.
RECRUITMENT AND SELECTION
38
TYBMS
12) Impromptu Interviews:
This interview commonl y occurs when employers are approached
directl y and tends to be very informal and unstructured. Applicants
should be prepared at all times for on -the-spot interviews, especiall y
in situations such as a job fair or a cold call. It is an ideal time for
employers to ask the candidate some basic questions to determine
whether he/she may be interested in formall y interviewing the
candidate.
13) Dinner Interviews:
These interviews may be structured, informal, or sociall y situated,
such
as
in
a
restaurant.
Decide
what
to
eat
quickl y,
some
interviewers will ask you to order first (do not appear indecisive).
Avoid potentiall y messy foods, such as spaghetti. Be prepared for
the conversation to abruptl y change from friendl y chat to direct
interview questions, however, do not underestimate the value of
casual discussion, some employers place a great value on it. Be
prepared to switch gears rapidl y, from fun talk to business talk.
14) Telephone Interviews :
Have a copy of your resume and any points you want to remember to
say nearby. If you are on your home telephone, make sure that all
roommates or family members are aware of the interview (no loud
stereos, barking dogs etc.). Speak a bit slower than usual. It is
crucial
that
you
convey
your
enthusiasm
verball y,
since
the
interviewer cannot see your face. If there are pauses, do not worry;
the interviewer is likel y just taking some notes.
RECRUITMENT AND SELECTION
39
TYBMS
15) Second Interviews:
Job seekers are invited back after they have passed the first initial
interview. Middle or senior management g enerall y conducts the second
interview, together or separatel y. Applicants can expect more in -depth
questions, and the employer will be expecting a greater level of
preparation on the part of the candidates. Applicants should continue to
research the emplo yer following the first interview, and be prepared to
use any information gained through the previous interview to their
advantage.
STEP 4: REFERENCE CHECK:Many employers request names, addresses, and telephone
numbers of
references for the purpose of verifying information
and perhaps, gaining additional background information on an
applicant. Although listed on the application form, references are
not usuall y checked until an applicant has successfull y reached the
fourth stage of a seque ntial selection process. When the labour
market is very tight, organisations sometimes hire applicants before
checking references.
Previous employers, known as public figures, universit y
professors, neighbours or friends can act as references. Previous
employers are preferable because they are already aware of the
applicant’s performance. But, the problem with this reference is the
tendency on the part of the previous employers to over -rate the
applicant’s performance just to get rid of the person.
Organisations normall y seek letters of reference or telephone
references. The latter is advantageous because of its accuracy and
low cost. The telephone reference also has the advantage of
RECRUITMENT AND SELECTION
40
TYBMS
soliciting immediate, relativel y candid comments and attitude can
sometimes be inferred from hesitations and inflections in speech.
It may be stated that the information gathered through
references hardl y influence selection decisions. The reasons are
obvious:
1. The candidate approaches onl y those persons who would speak
well about him or her.
2. People may write favorabl y about the candidate in order to get
rid of him or her.
3. People may not like to divulge the truth about a candidate, lest it
might damage or ruin his/her career.
STEP 5: SELECTION DECISION:After obtaining i nformation through the preceding steps, selection
decision- the most critical of all the steps - must be made. The other
stages in the selection process have been used to narrow the number
of the candidates. The final decision has to be made the pool of
individuals who pas the tests, interviews and reference checks.
The view of the line manager will be generall y considered in the
final selection because it is he/she who is responsible for the
performance of the new employee. The HR manager plays a crucial
role in the final selection.
STEP 6: PHYSICAL EXAMINATION : After the selection decision and before the job offer is made, the
candidate is required to undergo a physical fitness test. A job
offer is, often, contingent upon the candidate being declared fit
after the physical examination. The results of the medical fitness
test are recorded in a statement and are preserved in the
RECRUITMENT AND SELECTION
41
TYBMS
personnel records. There are several objectives behind a physical
test. Obviousl y, one reason for a physical test is to detect if the
individual carries any infectious disease. Secondl y, the test
assists in determining whether an applicant is physicall y fit to
perform the work. Thirdl y, the physical examination information
can be used to determine if there are certain physical cap abilities,
which differentiate successful and less successful employees.
Fourth, medical check -up protects applicants with health defects
from undertaking work that could be detrimental to them or might
otherwise endanger the employer’s propert y. Finall y, such an
examination
will
protect
the
employer
from
workers
compensation claims that are not valid because the injuries or
illness were present when the employee was hired.
STEP 7: JOB OFFER: The next step in the selection process is job offer to those
applicants who have crossed all the previous hurdles. Job offer is
made through a letter of appointed. Such a letter generall y
contains a date by which the appointee must report on dut y. The
appointee must be given reasonable time for reporting. T hos is
particularl y necessary when he or she is already in employment,
in which case the appointee is required to obtain a relieving
certificate from the previous employer. Again, a new job may
require movement to another cit y, which means considerable
preparation, and movement of propert y.
The company may also want the individual to delay the date
of reporting on dut y. If the new employee’s first job upon joining
the company is to go on company until perhaps a week before
such training begins. Naturall y, t his practice cannot be abused,
RECRUITMENT AND SELECTION
42
TYBMS
especiall y if the individual is unemployed and does not have
sufficient finances.
Decency demands that the rejected applicants be informed
about their non -selection. Their applicants may be preserved for
future use, if any. It needs no emphasis that the applications of
selected candidates must also be preserved for the future
references.
STEP 8: CONTRACT OF EMPLOYMENT : After the job offer has bee mad and candidates accept the
offer, certain documents need to be executed b y the employer and
the candidate. One such document is the attestation form. This
form contains vital details about the candidate, which are
authenticated and attested by him/her. Attestation form will be a
valid record for the future reference.
There is also a need for preparing a contract of employment.
The basic information that should be included in a written
contract of employment will vary according to the level of the
job, but the following checklist sets out the t ypical headings:
1. Job title
2.
Duties, including a parse such as “The employee will
perform such duties and will be responsible to such a
person, as the company may from time to time direct”.
3. Date when continuous employment starts and the basis for
calculating service.
4. Rate of pay, allowance, o vertime and shift rates, method
of payments.
5. Hours of work including lunch break and overtime and
shift arrangements.
6. Holiday arrangements:
RECRUITMENT AND SELECTION
43
TYBMS
i.)
ii.)
Paid holidays per year.
Calculation of holiday pay.
iii.)
Qualifying period.
iv.)
Accrual of holidays and holiday pay.
v.)
vi.)
vii.)
viii.)
ix.)
Details of holiday year.
Dates when holidays can be taken.
Maximum holiday that can be take at any one time.
Carry over of holiday entitlement.
Public holidays.
7. Length of notice due to and from employee.
8. Grievances procedure (or reference to it).
9. Disciplinary procedure (or any reference to it).
10. Work rules (or any reference to them).
11. Arrangements for terminating employment.
12. Arrangements for union membership (if applicable).
13. Special terms relating to rights to patent s and designs,
confidential
information and restraints on trade after
termination of employment.
14. Employer’s right to vary terms of the contract subject to
proper notification being given.
Alternativel y called employment agreements or simpl y bonds,
contracts
of
employment
serve
many
useful
purposes.
Such
contracts seek to restrain job -hoppers, to protect knowledge and
information that might be vital to a company’s healthy bottom line
and to prevent competitors from poaching highl y valued employees.
Great care is taken to draft the contract forms. Often, services
of law firms (prominent firms in this category include Mulla,
Craigie, Blunt and Caroe, Crawford Bailey, Amarchand Mangaldas
Hiralal, etc.) are engag4d to get the forms drafted and finalized.
RECRUITMENT AND SELECTION
44
TYBMS
Most employers insist on agreements being signed by newl y
hired employees. But high turnover sectors such as software,
advertising and media are more prone to use contracts.
The drawback with the contracts is that it is almost to enforce
them. A determined employee is bound to leave the organisation,
contract or no contract. The employee is prepared to pay the penalt y
for breaching the agreement or the new employer will provide
compensations. It is the reason that several companies have
scrapped the contracts altogether .
STEP 9: CONCLUDING THE SELECTION PROCESS : Contrary to popular perception, the selection process will not
end with executing the employment contract. There is another step –
amore sensitive one reassuring those candidates who have not
selected,
not
because
of
any
serious
deficiencies
in
their
personalit y, but because their profile did not match the requirement
of the organisation. They must be told that those who were selected
were done purel y on relative merit.
STEP 10: EVALUATION OF SELECTION PROGRAMME: The broad test of the effectiveness of the selection process is
the qualit y of the personnel hired. An organisation must have
competent and committed personnel. The selection process, if
properl y done, will ensure availabilit y of such employees. How to
evaluate the effectiveness of a selection programme? A periodic
audit is the answer. People who work independent of HR department
must conduct audit. The table below contains an outline that
highlights the areas and questions to be cover ed in a systematic
evaluation.
RECRUITMENT AND SELECTION
45
TYBMS
2.2 Four Approaches to Selection:
1). Ethnocentric Selection :
In this approach, staffing decisions are made at the organization’s
headquarters. Subsidiaries have limited autonom y, and the employees
from the headquarters at h ome and abroad fill key jobs. Nationals from
the parent country dominate the organisations at home and abroad.
2). Polycentric Selection :
In pol ycentric selection, each subsidiary is treated as a distinct
national entit y with local control key financial targets and investment
decisions. Local citizens manage subsidiaries, but the key jobs remain
with staff from the parent country. This is the approach, which is largel y
practiced in our country
3). Regiocentric Selection : Here, control within the grou p and the movements of staff are
managed on a regional basis, reflecting the particular disposition of
business and operations within the group. Regional managers have greater
discretion in decision. Movement of staff is largel y restricted to specific
geographical regions and promotions to the jobs continue to be dominated
by managers from the parents company.
4). Geocentric Staffing : In this case, business strategy is integrated thoroughl y on global
basis. Staff development and promotion are based on a bilit y, not
nationalit y. The broad and other parts of the top management structure are
thoroughl y
international
in
composition.
Needless
to
say,
such
organisations are uncommon.
RECRUITMENT AND SELECTION
46
TYBMS
2.3 PROBLEMS IN EFFECTIVE SELECTION : The main objective of selection is to hire people having competence and
commitment. This objective s often defeated because of certain barriers.
The impediments, which check effectiveness of selection, are perception,
fairness, validit y, reliabilit y and pressure.
Perception: Our inabilit y to understand others accuratel y is probabl y the most
fundamental barrier to selecting the right candidate.
Selection demands an individual or a group of people to assess and
compare the respective competencies of others, with the aim of
choosing the right persons for the jobs. But our views are highl y
personalized. We all perceive the world differentl y. Our limited
perceptual abilit y is obviousl y a stumbling block to the objective and
rational selection of the people.
Fairness: Fairness
in
selection
req uires
that
no
individual
should
be
discriminated against on the basis of religion, region, race or gender.
But the low numbers of women and other less privileged sections of
the societ y in middle and senior management positions and open
discrimination on t he basis of age in job advertisements and in the
selection process would suggest that all the efforts to minimize
inequit y have not been effective.
RECRUITMENT AND SELECTION
47
TYBMS
Validity: Validit y, as explained earlier, is a test that helps predict job
performance of an incumbent . A test that has been validated can
differentiate between the employees who perform well and those who
will not. However, a validated test does not predict job success
accuratel y. It can only increase possibility of success.
Reliability: A reliable method is one, which will produce consistent results when
repeated in similar situations. Like validated test, a reliable test ma y
fail to predict job performance with precision.
Pressure: Pressure is brought on the selectors by politicians, bureaucrats,
relatives, friends and peers to select particular candidates. Candidates
selected because of compulsions are obviousl y not the right ones.
Appointments to public sectors undertakings generall y take place
under such pressures.
RECRUITMENT AND SELECTION
48
TYBMS
2.4
Difference (Recruitment and Selection)
1.) Recruitment is the process of searching for prospective candidates and
motivating them to appl y for job in the organisation
Whereas, selection is a process of choosing most suitable candidates out
of those, who are interested an d also qualified for job.
2.) In the recruitment process, vacancies available are finalized, publicit y
is given to them and applications are collected from interested candidates.
In the selection process, available applications are scrutinized. Tests,
interview and medical examination are conducted in order to select most
suitable candidates.
3.) In recruitment the purpose is to attract maximum numbers of suitable
and interested candidates through applications.
In selection process the purpose is that the best candidate out of those
qualified and interested in the appointment.
4.) Recruitment is prior to selection. It creates proper base for actual
selection.
Selection
is
next
to
recruitment.
It
is
out
of
candidates’
available/interested.
5.) Recruitment is the positive function in which interested candidates
are encouraged to submit application.
Selection is a negative function in which unsuitable candidates are
eliminated and the best one is selected.
6.) Recruitment is the short process. In rec ruitment publicity is given to
vacancies and applications are collected from different sources
RECRUITMENT AND SELECTION
49
TYBMS
Selection is a lengthy process. It involves scrutiny of applications, giving
tests, arranging interviews and medical examination.
7.) In recruitment services of expert is not required
Whereas in selection, services of expert is required
8.) Recruitment is not costl y. Expenditure is required mainl y for
advertising the posts.
Selection is a costly activit y, as expenditure is needed for testing
candidates and conduct of interviews.
RECRUITMENT AND SELECTION
50
TYBMS
RECRUITMENT AND SELECTION
51
TYBMS
3.
INFOSYS
Work at Infosys:
A feeling of energy and vitalit y, of freshness, of a place where people
work in a campus like facilit y and culture, are unafraid to voice new
ideas, of a place where there is minimal hierarchy.
Robust people management practices enable Infosys to create this
environment for its employees. This is what distinguishes Infosys among
other technology companies, enabling Infoscions to excel and innovate in
what they do for their clients and in what they stand for as a company.
Continuous learning:
The spirit of learnabilit y among Infosys people and an organizational
commitment to continuous personal and professional development keeps
Infos ys at the forefr ont in a fast-changing industry. Their framework for
continuous learning at Infosys is built around a number of focused
programs for their employees. These range from major initiatives such as
the
Infosys
Leadership
Institute
to
various
ongoing
management
development and personal improvement programs. They complement a
host of technology advancement and ongoing training options.
Dedicated organizations or groups within Infosys lead these initiatives.
Infos ys investment in people and infrastructure to build a holistic learning
framework demonstrates their commitment to continuous learning and
building intellectual capital for their employees. This learning framework
is continuousl y enhanced with new programs and the latest learning
techniques - and close-knit coordination across these initiatives ensures
that it meets the different learning needs of their employees in specific
RECRUITMENT AND SELECTION
52
TYBMS
areas of technology, management, leadership, cultural and communication
skills, and other soft skills.
Apart from formal programs - a t ypical example of an informal employee driven program is the Infosys Toastmasters Club, formed in 2000. The
mission of this club is to provide a mutuall y supportive and positive
learning environment to develop communication and leadership skills to
foster self-confidence and personal growth. The club has been recognized
by Toastmasters International and joins the roster of other recognized
Corporate Clubs around the world (including those of Microsoft, Boeing,
Citicorp and Sun Microsystems).
Fun and cul ture:
Life at Infosys is full of events - where employees can pursue their
interests in areas as varied as arts, culture, or sports. The objective is to
ensure that employees are not confined to their desks. Employees express
their various skills and inte rests through forums that include an "Art
Gallery" on campus dedicated to displayi ng the works of Infoscions, dail y
quiz competitions, and regular music meetings that keep the place abuzz
with creativit y.
Inculcom is the base organization that hosts cult ural programs for
Infoscions. Each event emphasizes a specific area like music, dance, or
quiz. These programs are generall y not competitive, but a competitive
element is sometimes added to enhance enthusiasm and to bring out the
best in our people. Under Inculcom, there are sub groups like the IQ
Circle (Quizzes), Shruthi (the classical music club), Dramatix (the drama
club), and Vakchaturya (forum for self development).
RECRUITMENT AND SELECTION
53
TYBMS
Insync:
The key to employee involvement in organizations is the sharing of
information about business performance, plans, goals, and strategies.
What happens by a shout across the corridor in a smaller organization,
calls for a more systematic process in a large organization like Infosys.
InS ync is Infosys‘s internal communication progr am focused on keeping
the Infoscion abreast of latest corporate and business developments, and
equipping him or her to be a "brand ambassador" for the company. This
program combines a communication portal with workshops, monthl y
newsletters, articles, dail y cartoons and brainteasers to synchronize each
Infoscion with the organization.
“Infosys believes in an organization with less hierarchy and faster
decision -making. In order to make that happen, every Infoscion needs
to know how the organization works, how decision are made, and what
drives Infosys. So it is important for Infosys to communicate this to
everyone"
S. Gopalakrishnan
Co-founder & Member of Board
Careers:
Infos ys has a vision of where they want to go, and it's reall y exciting
With an annual compounded growth rate of around 60% in the last 5
years, and branches across the world, Infosys is forging ahead in the
global market. To achieve their vision, they are always looking out for
talented, learnable individuals who are ambitious, who love cha llenges
and who have a passion to excel!
RECRUITMENT AND SELECTION
54
TYBMS
Towards this objective, Infosys participates in campus hiring programs
and also conducts a number of off -campus initiatives throughout the year
at various locations. Apart from college hiring, they also hire experi enced
professionals from the industry at various mid -level and senior positions.
Infosys — grooming global talent:
Last year, over 1.3 million people applied for a job at Infosys. Onl y 1% of
them were hired. In comparison, Harvard College took in 9% of
candidates.
Infos ys has always focused on inducting and educating the best and the
brightest. With global hiring practices, coupled with ever -expanding
universit y programs such as Campus Connect and development centers
across the globe, Infosys is able to source and nurture talent while
delivering lasting value to clients.
Infos ys, which trains over 15,000 new recruits every year, is well
prepared to win the battle for top -notch talent. At the heart of this
education program is a full y equipped $120 million facility in Mysore,
about 90 miles from Bangalore.
Infosys in the spotligh t:
In 2005, Computerworld magazine, while ranking Infosys among the 100
best places to work in IT, placed it at the very top of the list of best
places for education and training.
In its March 2006 issue, Fortune magazine stepped inside the gates of
‘Infos ys’ and emerged with the impression that gaining admission to the
‘Taj Mahal of training centers’ is harder than getting into Harvard.
RECRUITMENT AND SELECTION
55
TYBMS
3.1 SOURCES ON MAN POWER SUPPLY:
INTERNAL:
Infos ys upgrades from within onl y for managerial positions, but onl y to
some extent. Because upgrading from within is considered better as the
employee is already familiar with the organization, reduces training cost,
helps in building morale and promotes loyalt y.
If no one capable for managerial position is found in its intern al source, it
looks out for external sources. It selects onl y the best employee for the
organization
TYPES:
 Former Employees They ask the retired employees who are willing to work on a part -time
basis, individuals who left work and are willing to come back for
higher compensations. Even retrenched employees are taken up once
again.
 Retirements: If it’s not able to find suitable candidates in place of the one who had
retired,
after
meritorious
service.
Under
the
circumstances,
management decides to c all retired managers with new extension.
 Internal notification (advertisement) : Most
employees
know
from
their
own
experience
about
the
requirement of the job and what sort of person the company is looking
for. Often employees have friends or acquaintanc es who meet these
requirements. Suitable persons are appointed at the vacant posts.
RECRUITMENT AND SELECTION
56
TYBMS
EXTERNAL:
For the posts of technicians, engineers, floor managers etc, it looks out
for external sources which include.

Agencies: TAPL

Institutions: Like B Schools, col leges, Management Institutes,
etc.

Websites: www.indiatimesjob.com
www.monster.com
www.naukri.com
Of the above three web sites given most widel y used by the Infosys is the
www.monster.com
with
the
success
rate
of
80%
followed
by
www.indiatimesjob.com at 60% and www.naukri.com at the success rate
of 50%.
External recruitment enables the company to get the best candidate.
Infos ys prefers external recruitment and mainl y takes help from agencie s
and institutions as it’s a giant company and internal recruitment proves to
be inadequate as its yearl y targets are very high.
Recruitment Targets for Infosys:
Year
No. of employees (per year)
2001
10000
2002
11000
2003
13000
2004
15000
2005
18000
2006
25000
RECRUITMENT AND SELECTION
57
TYBMS
 CAMPUS:
Campus recruitment is so much sought after that each college;
universit y department or institute will have a placement officer to
handle recruitment functions.
process,
even
if
recruiting
However, it is often an expensive
process
produces
job
offers
and
acceptances eventuall y. A majorit y leave the organization within
the first five years of their employment. Yet, it is a major source of
recruitment for prestigious companies.
Infosys is the company of choice for campus recruitment programs
in most major engineeri ng institutes such as IITs, RECs etc. and at
premier management institutes such as the IIMs.
Engineering Institutes:
Campus hiring at engineering institutes typicall y starts in May and
continues through September. Senior managers and officers from
Infosys activel y participate in this hiring, to bring on board the next
generation of bright, young and talented leaders for the company.
We encourage current students at the campuses we visit to use this
opportunit y to interact with the Infosys recruitment team s during
the hiring process to understand the company and our people
philosophy. We hire engineering graduates and post -graduates from
all disciplines, and MCA students at the campuses.
Management Institutes:
Campus
hiring
at
management
institutes
t ypical l y
starts
in
December and continues through March. We hire management
graduates
experience
from
all
in
disciplines,
software
with
or
or
without
other
prior
work
fields.
All applications are pre -screened based on academic credentials.
RECRUITMENT AND SELECTION
58
TYBMS
Short-listed candidates are usuall y invited for an interview as part
of the selection process.
 OFF CAMPUS :
It is the event for those candidates who do not get selected during
campus recruitment. The process remains the same; it just aims at
giving those candidates a chance tha t were not able to go through
the process before. These candidates also go through the same two
rounds, here onl y the scale and basis on which they are evaluated
changes.
 JOB FAIRS:
What is job fair?
Job fair is where several companies come under one roo f for
seeking eligible candidates who can join their company, after going
through certain recruitment process followed by them.
PROCESS FOLLOWED BY INFOSYS:
 Initiall y they advertise about the job fair in the local newspapers
of all the states specifying the venue and date of the job fair.
 On the specified date, Infosys banners are put up at the venue.
They have around 3 to 4 counters. Initiall y these counters are
used for registrations. Once the number of registrations is equal
to the total capacity of all the counters, the registrations are
stopped and the registered candidates fill the application forms
at the counter.
RECRUITMENT AND SELECTION
59
TYBMS
 Next a logic test of 45 minutes is conducted and an English test
of 15 minutes is conducted where in one is suppose to write an
essay, to check their handwriting, vocabulary and sentence
framing abilit y.
 Once the test is over, registrations for the next group start. At
the same time the previous papers are evaluated and the
candidates are selected for interview based on the cut -off marks.
 The candidates who are selected in the interview are informed
then and there by displaying the list and are given the offer.
 The process is repeated for the next set of candidates.
 Job fair takes place for 3 to 4 days.
 ADVERTISEMENTS:It is a popular method of seeking recruits, as many recruiters
prefer advertisements because of their wide reach.
Infosys advertises i n:
NEWS PAPERS:
 Times of India
 The economic times
 Indian express
 Hindustan times
 The financial express
 Employment papers
RECRUITMENT AND SELECTION
60
TYBMS
MAGAZINES:
 Business world
 Business Today
 India Today
 capital market
 Business journals
 IT magazines
 Computer and technical journals
WEB:
 www.infosys.com
 www.indiatimesjob.com
 www.monster.com
 www.naukri.com
Advertisements contain proper information like the job
content, working conditions, location of job, compensation includin g
fringe benefits, job specifications, growth aspects, etc.
The advertisement sells the idea that the company and job are perfect
for the candidate.
RECRUITMENT AND SELECTION
61
TYBMS
 WALK-INS, WRITE-INS AND TALK-INS:
Walk-ins are the most common and least ex pensive approach
for candidates is direct applications, in which job seekers submit
unsolicited application letters or r esumes. Direct applications provide
a pool of potential employees to meet future needs.
Write-ins are those who send written enquiries. These jobseekers are
asked to complete application forms for further processing.
Talk-ins involves the job aspirants meeting the recruiter (on an
appropriated date) for detailed talks. No application is required to be
submitted to the recruiter.
 CONSULTANTS:
Infosys also seeks the help of consultants who are in the
profession for recruiting and selecting managerial and executive
personnel. They are useful as they have nationwide contacts and lend
professionalism to the hiring proc ess. They also keep prospective
employer and employee anonymous .
 INDUSTRIES:
Infosys also hires experienced professionals from the industry at
various mid-level and senior positions.
RECRUITMENT AND SELECTION
62
TYBMS
3.2 THE SELECTION PROCESS OF INFOSYS:
Steps:
1. Initial screening of interviews :
Initial Screening is done on the basis of applicants and applications. A
preliminary interview is conducted so as to select the suitable
candidate who can go through further stages of interviews.
Normall y for the posts of engineers degree cu toff is decided like say
60% on an average. If the candidates do not meet the requirement they
are rejected.
And for higher posts applications and applicants both play a major role
in the screening process.
2. Completion of application forms :
Application form establishes the candidate’s general details like name,
address, telephone number, education, job - related training, work experience with dates, company names, and job details, professional or
industrial involvement, hobbies and recreational pursuits.
The company establishes as many hypotheses about the candidate from
the details provided in the application form. It then decides what areas
of information it needs to explore or investigate more specificall y
during the interview.
Company sees to it that no judgment is passed about the candidate
based onl y at this level. What drawn here is hypotheses and not
conclusions.
Application forms are such framed that, they provide the necessary
details to the organisation without affecting the sentiments and
feelings of the candidate.
RECRUITMENT AND SELECTION
63
TYBMS
3. Employment tests :

logical test

English test
 Vocabulary
 Reasoning
 Essay writing
VARIOUS TESTS:
Mental or intelligence tests :
They measure the overall intellectual abilit y of a person and enable to
know whether the person has the me ntal abilit y to deal with certain
problems.
Mechanical aptitude tests :
They measure the abilit y of a person to learn a particular t ype of
mechanical work. These tests helps to measure specialized technical
knowledge and problem solving abilities if the can didate. They are useful
in selection of mechanics, engineers, etc.
Intelligence test :
This test helps to evaluate traits of intelligence. Mental ability, presence
of mind (alertness), numerical abilit y, memory and such other aspects can
be measured. It is taken to judge numerical, skills, reasoning, memory and
such other abilities.
Personality Test :
It is conducted to judge maturit y, social or interpersonal skills, behavior
under stress and strain, etc. this test is very much essential on case of
selection of sales force, public relation staff, etc. where personalit y plays
an important role.
RECRUITMENT AND SELECTION
64
TYBMS
Graphology Test:
It is designed to anal yse the handwriting of individual. It has been said
that an individual’s handwriting can suggest the degree of energy,
inhibition and spontaneit y, as well as disclose the idiosyncrasies and
elements of balance and control. For example, big letters and emphasis on
capital
letters
indicate
a
tendency
towards
domination
and
competitiveness. A slant to the right, moderate pressure a nd good
legibilit y show leadership potential.
Medical Test:
It reveals physical fitness of a candidate. Medical servicing helps measure
and monitor a candidate’s physical resilience upon exposure business
hazards.
4.
Interview:
Formal Interview :
Interviews
are
held
in
the
employm ent
office
in
a
more
formal
atmosphere, with the help of well structured questions .
Patterned Interview :
A patterned interview is also a planned interview, but it is more carefull y
pre-planned to a high degree of accuracy, preci sion and exactitude. With
the help of job and man specifications, a list of questions and areas are
carefull y prepared which will act as the interviewer’s guide.
Non-directive Interview :
Here the interviewee is allowed to speak his mind freel y. The inte rviewer
has no formal or directive questions, but his all attention is to the
candidate. He encourages the candidate to talk by a little prodding
whenever he is silent e.g. “Mr. Ray, please tell us about yourself after
you’re graduated from high school”.
RECRUITMENT AND SELECTION
65
TYBMS
The idea is to give the candidate complete freedom to “sell” himself,
without the encumbrances of the interviewer’s question.
Depth Interview :
It is designed to intensel y examine the candidate’s background and
thinking and to go into considerable detail on particular subjects of an
important nature and of special interest to the candidates. For example, if
the candidate says that he is interested in tennis, a series of questions ma y
be asked to test the depth of understanding and interest of the candidate .
Stress Interview :
It is designed to test the candidate and his conduct and behavior by him
under conditions of stress and strain. The interviewer may start with “Mr.
Joseph, we do not think your qualifications and experience are adequate
for this position,’ and watch the reaction of the candidates. A good
candidates will not yield, on the contrary he may substantiate why he is
qualified to handle the job.
What INFOSYS practice is that if interview is planned at 5pm, it will start
candidate’s interview at 6.30pm and watch the candidate’s behavior and
stress level.
Panel Interview :
A panel or interviewing board or selection committee interview s the
candidate, usuall y in the case of supervisory and managerial positions.
Mixed Interview :
In practice, the interviewer while interviewing the job seekers uses a
blend of structured and structured and unstructured questions. This
approach is called the Mixed interview. The structured questions provide
a base of interview more conventional and permit greater insights into the
unique differences between applicants.
RECRUITMENT AND SELECTION
66
TYBMS
Second Interviews:
Job seekers are invited back after they have passed the first initial
interview. Middle or senior management generall y conducts the second
interview, together or separatel y. More in-depth questions are asked to the
candidate and the employer expects a greater level of preparation on the
part of the candidates.
5. Background Information :
INFOSYS requests names, addresses, and telephone numbers of references
for the purpose of verifying information and perhaps, gaining additional
background information on an applicant.
References are not usuall y checked until an applicant has successfull y
reached the fourth stage of a sequential selection process.
Previous employers are preferable b ecause they are already aware of the
applicant’s performance.
It normall y seeks letters of reference or telephone references. The latter is
advantageous because of its accuracy and low cost.
6. Physical Examination:
After the selection decision and before t he job offer is made, the
candidate is required to undergo a physical fitness test. A job offer is,
often, depends upon the candidate being declared fit after the physical
examination. The results of the medical fitness test are recorded in a
statement and are preserved in the personnel records.
There are several ob jectives behind a physical test:
1. One reason for a physical test is to detect if the individual
carries any infectious disease.
2. Secondl y, the test assists in determining whether an applicant
is physicall y fit to perform the work.
RECRUITMENT AND SELECTION
67
TYBMS
3. Thirdl y, the physical examination information can be used to
determine if there are certain physical capabilities, which
differentiate successful and less successful employees.
4. Fourth, medical check -up protects applic ants with health
defects from undertaking work that could be detrimental to
them or might otherwise endanger the employer’s propert y.
5. Finall y, such an examination will protect the employer from
workers compensation claims that are not valid because the
injuries or illness were present when the employee was hired.
7. Final Employment decision :
It is a final step. In this step company makes a very important decision.
After all these processes follow up is done i.e., the selected person is
induced and placed at the right job. Training is provided on regular basis
that is monthl y, quarterl y. These trainers have the experience of about 15 20 yrs. In one batch there are 60 employees who are sent to Bangalore for
training.
Approach to Selection:
Ethnocentric Selec tion:
In this approach, staffing decisions are made at the organization’s
headquarters. Subsidiaries have limited autonom y, and the employees
from the headquarters at home and abroad fill key jobs.
RECRUITMENT AND SELECTION
68
TYBMS
4 About LearningMate:
LearningMate Solutions Private Limited is one of the fastest growing
eLearning Companies in India. LearningMate is a provider of end -to-end
eLearning services and solutions designed to meet specific business
needs.
The range of services varies from enterprise -wide eLearning
initiatives to creating custom content based on cost -effective alternatives
of delivery. LearningMate has strong Management Team to handle its
development center in Mumbai, US, UK, and Canada. As an eLearning and
software solutions company, LearningMate partners with publishers and
training
companies
on
conceptualization,
design,
development
and
implementation of new media and technology solutions for the Higher
Education
&
Continuing
Education
competencies
and
intellectual
development,
standards -based
propert y
learning
markets.
in
the
LearningMate
areas
technologies,
of
learner
has
content support
s ystems & content architectures.
LearningMate is a cross -border e-Learning services company that is
focused on identifying, creating and delivering relevant, instructionall y
sound,
engaging
content
to
learners
using
internet
technologies.
LearningMate's clients include schoo ls, colleges, universities, publishers,
NGO's and corporations around the world. The firm has competencies and
owns intellectual propert y in the areas of strategy consulting, content development, assessment, content architecture and performance support.
The firm's principals have a history of contributions to e -Learning
initiatives around the world and they bring this experience to bear in
every
one
of
their
client
engagements.
LearningMate's
primary
development facilities are in Mumbai and Bangalore, the m edia and
technology centers of India. In addition the firm leverages a global base
RECRUITMENT AND SELECTION
69
TYBMS
of associates and partners who are highly respected thinkers in learning
strategy, change management, instructional design, performance support
and learning technology, to c reate relevant, local e-Learning solutions
tailored
to
LearningMate
the
is
specific
a
needs
and
geographies
pre -dominantl y export
oriented
of
its
clients.
company which
services Global clients – most of which are billion dollar plus clients or in
the Fortune Category.
From
developing
highl y
effective
Learning
Solutions
to
acquiring
intellectual capital to client associations and tech -partners, they hold one
principle high over all others: qualit y over quantit y. Their excellent track
record stands testament to this, lead in the right direction by a strong
management team and encouraging clients. A 'people' company, ambition,
perseverance and
challenges run abuzz as they are committed to
delivering
Imagination
the
soars
over
the
wings
of
best.
insight,
as
min d
space
at
LearningMate takes over desk space of instructors and learners across the
globe. And what better beginning than with the best brains in the
business.
RECRUITMENT AND SELECTION
70
TYBMS
4.1 SOURCES ON MAN POWER SUPPLY:
INTERNAL:
LearningMate uses internal sources for re cruitment but on a limited basis
otherwise normall y it uses external sources extensivel y for its recruitment
purposes. Let us have a look at the internal sources in detail.
TYPES OF INTERNAL SOURCES:
 Present employees:
This source is norm all y the first choice among the internal sources
and Learning Mate is no different. This source implies filling up the
position from among the present employees by way of promotions
and transfers.
 Employee referrals:
This is be a very good source of intern al recruitment. Employees
can develop good prospects for their families and friends by
acquainting them with the advantages of a job with the company,
furnishing cards of introduction, and even encouraging them to
appl y.
Referral Scheme - Buddy Scheme:
At Learning Mate employee referral is popularl y known as,
‘Referral Scheme - Buddy Scheme’.
The objective of Referral Scheme is to lay guidelines for effective and
smooth functioning of the employee referral program. It helps in
attracting talent through ref errals from employees for fulfilling the
vacant/additional positions in the company.
Employees from all groups except from Human Resources and senior
management are eligible to refer their friends / ex -colleagues / references
/ relatives for vacancies – both current and future in the organization.
RECRUITMENT AND SELECTION
71
TYBMS
Procedure:
The Human Resources group shall inform all employees through intranet /
root email / notice board about the existing vacancies from time to time.
Employees need to make references only on e -mail of suitable candidates
fulfilling the requirements as indicated to buddy@learningmate.com
The HR group shall process the said application for the requirements as
per the recruitment policy. If the referred cand idate is found suitable and
selected in interviews, an offer matching with the qualification and
experience will be made to the candidate.
The Buddy Referral Reward is paid to the employee 3 months after the
referral joins the organization. However, in ca se the referral or the
employee concerned is separated from the services of the organization
before the completion of 3 months, no referral payment shall be made to
the employee.
The employee concerned who makes the reference shall be rewarded with
the following:
Category
Between
1-3
Reward (in INR)
years
relevant
10,000/-
relevant
15,000/-
above
25,000/-
experience
More
than
3
years
experience
Project
Manager
and
positions
No reward shall be payable for references of candidates that have less
than 1 year of relevant experience and contract recruitment.
RECRUITMENT AND SELECTION
72
TYBMS
 Previous applicants:
Although not trul y an internal source, those who have previousl y
applied for jobs can be contacted by mail, a quick and inexpensive
way to fill an unexpected opening. This is possible at Learning
Mate through a master database that the company maintains
containing the details of all the previous applicants for the various
vacant posts.
EXTERNAL:
LearningMate is a small but a fast growing company with employe e
strength of just about 278 and a modest turnover of140 million rupees in
the year 2005-06. Its recruitment targets are also prett y low at just 150+
for the year 2007. Owing to the financial constraints and limited
recruitment targets it has to select the sources carefull y keeping the cost
factor in mind
Barring the nominal use of the internal sources the remainder of the
recruiting is done through the external sources which includes,

Approved Recruitment Consultants and Sub – contractors

Print Media - Advertisements

Outstation recruitment

Websites – subscribed and unsubscribed

Walk-ins
RECRUITMENT AND SELECTION
73
TYBMS
Recruitment consultants and Sub – contractors:
LearningMate normall y uses these sources to develop the required pool of
candidates and also to achieve specialist help in its recruitment process.
Sub – contractors are normall y used in case of temporary requirements
due to unexpected events or some emergency situations.
Print Media – Advertisements:
LearningMate advertises mostl y through newspaper and not so much by
way of magazines. The newspapers they normall y advertise in are
 Times-Ascent
 Hindustan times
 DNA
Outstation recruitment:
Outstation recruitments are conducted by LearningMate by calling the
candidates to their office and taking the required tests an d interviews as
per a process which is explained later in the project.
The reimbursements made to them are as follows :
A. Reimbursement of Joining related Travel Fare :
1. For candidates recruited at all levels I class A/C train OR flight
fare to be considered on case-to-case basis. The same needs to
be approved by the BH.
2. Either Learning Mate administration doses the booking OR
employee can make his/her own arrangements for purchase of
tickets.
RECRUITMENT AND SELECTION
74
TYBMS
B. Reimbursement of Expenses towa rds movement of household
goods:
1. For candidates recruited at all levels, reimbursement of expenses
towards movement of household goods to be considered on case to-case basis. The same needs to be approved by the BH.
2. Employee needs to submit three quotations from three different
transporters to Administration department OR employee’s needs
to arrange transporter on their own, based on approved amount
by BH.
3. OR Business Head needs to approve specific relocation amount
to move household goods.
On joining, employee needs to fill in the r eimbursement voucher
(available with Accounts Department) and enclose the tickets in
original, and take approval of Department Head before submitting to
Accounts.
Employees are required to submit such claims within 10 days from the
date of joining to the Accounts Department in the prescribed format
available with the Accounts Department.
C. Hotel / Guest House Accommodation :
1. All outstation employees will be considered for a maximum of
10 days Hotel / Guest accommodation. However, they are
expected to make their own arrangements after mentioned
duration
and
LearningMate
Administration
will
provide
necessary assistance on lease accommodation.
2. Wherever Hotel accommodation is provided, room rent onl y will
be directl y billed to the company.
3. Extra food / laundr y (which are applicable in hotel package)
related bills will be borne by the employees.
RECRUITMENT AND SELECTION
75
TYBMS
Websites:
LearningMate uses a variet y of subscribed and unsubscribed websites to
create a pool of a variet y of candidates for various posts. Here are the
examples of few such websites
www.mosterindia.com
www.naukri.com
www.jobsahead.com
www.learningma te.com
Walk-ins:
This is the most common and least expensive approach for candidates is
direct applications, in which job seekers submit unsolicited application
letters or resumes. Direct applications provide a pool of potential
employees to meet future needs. This also is one of the sources which
LearningMate uses for its recruitment purposes.
RECRUITMENT AND SELECTION
76
TYBMS
4.2 THE SELECTION PROCESS OF LEARNINGMATE:
STEPS:
1. INITIAL SCREENING:
After receiving the profiles of candidates through the sources as
listed above, the matching profiles as per the specifications are
generated
by the
Recruitment
Cell.
These
profiles
are
then
forwarded to the concerned BH / FH / SH / Requisitor for further
short-listing.
2. COMPLETION OF APPLICATION FORMS:
Here the eligible candidates are made to fill in the application
forms wherein the company can come to know candidates skills,
background, past records, education, activities, health, personal
details, languages he knows, work experience, etc.
Application forms are such framed that, they provide the necessary
details to the organisation without affecting the sentiments and
feelings of the candidate.
3. EMPLOYMENT TESTS:
Once the application forms are filled tests are conducted which
provides further information to the organisation about the candidate
and assists them in selection.
The tests are normall y technical cum aptitude tests – The shortlisted candidates are administered with these tests. The candidates
who pass the test are then interviewed for the technical fitment. The
tests are mandatory for all the candidates who have less than 3
years of total working experience.
RECRUITMENT AND SELECTION
77
TYBMS
4. INTERVIEWS:
Technical interview – Candidates who pass the test are made to
appear
for
a
technical
interview
in
which
their
technical
competence is evaluated for the requ irement and is captured by the
Technical interviewer in the Interview Feedback Form. Their skill
fitment
is
established
done
and
through
suitabilit y to
the
interview.
the
It
project
is
concerned
mandatory
that
is
an
interviewer at least 1 level senior than the position for which the
interview
is
being
done
conducts
the
technical
interview.
Recruitment cell should ensure that the interviewer is not related to
the candidate. Skill Head or concerned manager will have final
authorit y to select candidates (up to Team Leader / Specialists
level). The short listed candidates will be forwarded to HR
interview as further selection process.
Business Head Interview – Business Head will evaluate / interview
Project Managers and above positions. The short listed candidat es
will be forwarded to HR interview as further selection process.
HR interview – If short listed in technical interview, the candidate
then appears for an HR interview, where his fitment to the
organization culture, personalit y, communication skills, veri fication
of his credentials, salary drawn and expectations are recorded. After
the interview is done, if the candidate is selected, then a salary cum
designation fitment is done on the basis of comparable data of the
employees in the organization.
RECRUITMENT AND SELECTION
78
TYBMS
Besides these there are also some other interview that are cond ucted
by LearningMate. They are:
 Depth interview
 Stress interview
 Panel interview
(These interviews have been discussed earlier in the project.)
5. Reference Checks – The reference check for candidat es (Project
Manager and above) is done simultaneousl y with extending the
offer. The Recruitment cell conducts a formal / informal
reference check with the candidate’s referrals, which then forms
a part of the candidate’s profile and assessment.
6. Offer and negotiation – A formal offer of employment is
extended to the finally selected candidates.
7. Follow -up and joining – The Recruitment Cell does a follow up
with the candidate who is extended an offer to ensure candidate
is joining within the stipulated time.
RECRUITMENT AND SELECTION
79
RECRUITMENT AND SELECTION
5 Conclusion:
The human element of organization is the most crucial asset of an
organization. Taking a closer perspective -it is the very qualit y of
this asset that sets an organization apart from the others, the ver y
element that brings the organization ’s vision into fruition.
Thus, one can grasp the strategic implications that the manpower of
an organization has in shaping the fortunes of an organization. This
is where the complementary roles of Recruitment and Selection
come in. The role of these aspe cts in the contemporary organization
is a subject on which the experts have pondered, deliberated and
studied, considering the vital role that they obviousl y play.
The essence of recruitment can be summed up as ‘the philosophy of
attracting as many applic ants as possible for given jobs’. The face
value of this definition is what guided recruitment activities in the
past. These days, however, the emphasis is on aligning the
organization’s objectives with that of the individual’s. By making
this a priorit y, an organization safeguards its interests and standing.
After all, a satisfied workforce is a stable workforce which also
ensures that an organization has credible and reliable performance.
Ina bid to underscore this subtle point, the project examines the
various processes and nuances one of the most critical activities of
an organization.
The end result of the recruitment process is essentiall y a pool of
applicants. Next to recruitment, the logical step in the HR process
is the selection of qualified and c ompetent people. As such, this
process concentrates on differentiating between applicants in order
TYBMS
80
RECRUITMENT AND SELECTION
to identify – and hire- those individuals whose abilities are
consistent with the organization’s requirements.
The reader will do well to note that the tran sition between the 2
activities is not stringent. The 2 activities basicall y have one aim to yield a perfect employee for the organization.
Nor are these activities t ypecast. Every organization tailors the
processes keeping in mind the nature of the organ ization, its needs
and constraints.
In this project, we examine this angle through the case studies of 2
companies, involved in the same sector but essentiall y different in
their perceptions towards recruitment and selection. And both seem
to have benefit ed from their take on the 2 processes.
In the end, this project endeavors to present a comprehensive
picture of Recruitment and Selection and hopes to enable the reader
to appreciate the various intricacies involved.
.
TYBMS
81
RECRUITMENT AND SELECTION
REFERENCES:
1. K
Ashwathappa,
(1997)
Human Resource
and Personnel
Management, Tata McGraw - Hill 131-176
2. Chris Dukes, (2001) Recruiting the Right Staff
3. John M. Ivancevich, Human Resource Management, Tata
McGraw- Hill, 2004
4. Steve Kneeland, (1999) Hiring People, discover an effective
interviewing system; avoid hiring the wrong person, recruit
outstanding performers
5. Stone, Harold C and Kendell, W.E Effective Personnel
Selection Procedures, 1956
TYBMS
82
RECRUITMENT AND SELECTION
BIBLIOGRAPHY
NEWS PAPERS:
TIMES OF INDIA
THE ECONOMIC TIMES
MAGAZINES :
BUSINESS WORLD
BUSINESS TODAY
INDIA TODAY
PERIODICALS AND REPORTS:
BUSINESS INDIA, APRIL- MAY, 2006
INDIA TODAY, MARCH, 2006
WEB:
www.google.co m
www.soople.com
www.infosys.com
www.learningmate .com
TYBMS
83